DOCSLIB.ORG

OUH Annual Report & Accounts 2019-20

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
OUH Annual Report & Accounts 2019-20 OXFORD UNIVERSITY HOSPITALS NHS FOUNDATION TRUST Annual Report & Accounts for 1 April 2019 - 31 March 2020 1 2 Oxford University Hospitals NHS Foundation Trust Annual Report and Accounts 1 April 2019 – 31 March 2020 Presented to Parliament pursuant to Schedule 7, paragraph 25 (4) (a) of the National Health Service Act 2006 3 © 2020 Oxford University Hospitals NHS Foundation Trust 4 Table of Contents WELCOME................................................................................................................................... 6 Message from the Chief Executive Officer ............................................................................. 7 PERFORMANCE OVERVIEW ........................................................................................................ 9 Introduction .......................................................................................................................... 10 About Us ............................................................................................................................... 10 Our Business Plan ................................................................................................................. 12 Our Partnerships ................................................................................................................... 13 Patient Activity ..................................................................................................................... 14 Operational Performance ..................................................................................................... 15 Financial Performance .......................................................................................................... 27 Our Ambition and Future Priorities ...................................................................................... 35 Health and Safety ................................................................................................................. 38 Patients’ Experience ............................................................................................................. 41 ACCOUNTABILITY ..................................................................................................................... 49 Directors’ Report .................................................................................................................. 50 Trust Board Membership ...................................................................................................... 51 Council of Governors ............................................................................................................ 54 Regulatory Ratings ................................................................................................................ 76 Remuneration and Staff Report ........................................................................................... 80 NHS FOUNDATION TRUST CODE OF GOVERNANCE ............................................................... 120 NHS Code of Governance ................................................................................................... 121 Statement of the Chief Executive’s Responsibilities as the Accounting Officer ................ 141 ANNUAL GOVERNANCE STATEMENT ..................................................................................... 143 Explanation of Financial Terminology ................................................................................ 165 Statement of Comprehensive Income ................................................................................ 165 Statement of Financial Position .......................................................................................... 166 Statement of Changes in Equity ......................................................................................... 167 Statement of Cash Flows .................................................................................................... 167 Glossary .............................................................................................................................. 169 ONLINE RESOURCES ............................................................................................................... 176 Useful Websites .................................................................................................................. 177 INDEPENDENT AUDITOR’S REPORT AND ACCOUNTS ............................................................ 179 5 WELCOME 6 Message from the Chief Executive Officer Welcome to the Annual Report, from 1 April 2019 to 31 March 2020, of Oxford University Hospitals NHS Foundation Trust. I would like to reflect on a year of great change which has included some significant milestones as well as a number of ongoing challenges which we will continue to tackle in the next 12 months. Thank you to our staff Firstly, on behalf of the Trust Board, I would like to thank all our staff for everything that they have done to provide safe, high quality care for patients – not least during our response to the COVID-19 pandemic which dominated the end of 2019-20 and the start of 2020-21. The common purpose, focus and determination of all staff in this unprecedented time has been a source of deep pride in what we have done as one team at OUH, but there have also been moments of great sadness. We have lost a number of staff to COVID-19 and I want to pay tribute to them. Our thoughts are with their family, friends and close work colleagues who are deeply affected by their loss. We are a team and every single member of our team is precious. None of us can deliver our service to patients alone and so we stand together in honouring the memories of our colleagues and sharing the sadness of their families and everyone else who loved them. Operational and financial performance In June 2018, we agreed enforcement undertakings with NHS Improvement (NHSI) which committed the Trust Board to clear plans leading to improvements in performance on key priorities. Thanks to the efforts of all staff and a clear focus on these priorities, NHSI formally lifted most of these enforcement undertakings in January 2020 and issued a compliance certificate which recognised the ‘significant progress’ made in respect of governance, planned care, emergency care, and workforce planning, along with the development of an Integrated Improvement Programme to ensure delivery of plans. Concerns remained in relation to finance. In addition, in November 2019 the Care Quality Commission (CQC) lifted conditions placed on the operating theatres in the main John Radcliffe Hospital building following the completion of refresh works. The theatres were officially re-opened in September 2019 at the end of the refresh project, which started in April, and the CQC visited in November. The refresh project was a challenging logistical exercise but our staff rose to the challenge to ensure that the environment they work in matches their clinical excellence and professionalism, helping to deliver the standard of care that the Trust aspires to. Our reduced operating theatre capacity during this time – and national guidance to postpone elective surgery from March 2020 to prepare for COVID-19 – contributed to an 7 increase in the number of elective patients on waiting lists for 52 weeks from eight patients on 31 March 2019 to 25 patients on 31 March 2020. We experienced a 2.7% increase in the number of patients using our Emergency Departments at the John Radcliffe Hospital in Oxford and the Horton General Hospital in Banbury in 2019-20 – 83% of patients were seen, treated and either discharged or admitted to hospital within four hours. As a result of the reduced elective activity and the increased emergencies which are reimbursed at a lower rate, our end of year financial position was disappointing. We reported a deficit of £12.8 million. The Trust Board recognises the need to ensure a robust and sustainable approach to financial recovery plans and is working closely with NHS England and NHS Improvement (NHSE&I) on a Financial Governance Review. Significant developments 2019-20 was a year of exciting developments across the Trust. An expansion of Sobell House Hospice on the Churchill Hospital site was completed so that more families can benefit from this valuable expertise in palliative and end of life care The major project to modernise and expand the Emergency Department on the John Radcliffe Hospital site is nearing completion Construction of the new Ronald McDonald House Oxford (free accommodation for families of children in hospital) was completed and we look forward to it opening when COVID-19 restrictions are lifted We celebrated the 10th anniversaries of both the Oncology and Haematology Centre on the Churchill Hospital site and the Heart Centre on the John Radcliffe Hospital site A new chemotherapy service for children is now available at the Horton General Hospital in Banbury so that patients in the north of the county can receive treatment closer to home Looking ahead It promises to be another busy and eventful year as we begin to implement our new Trust Strategy for 2020-25. I look forward to working with our staff, patients, Foundation Trust members and governors, health and care system partners, GPs, Healthwatch Oxfordshire, MPs and local authority colleagues, and many others over the next 12 months. Dr Bruno Holthof Chief Executive Officer 23 June 2020 8 PERFORMANCE OVERVIEW 9 Introduction This section provides information on Oxford University Hospitals
Load more

Recommended publications
  • STRATEGIC REVIEW of the HORTON GENERAL HOSPITAL: an Opportunity to Design a 21 St Century Hospital at Banbury
    Appendix 5.1: Horton Strategic Review STRATEGIC REVIEW OF THE HORTON GENERAL HOSPITAL: An opportunity to design a 21 st century hospital at Banbury OCTOBER 2016 CONFIDENTIAL AND DRAFT Page 1 of 112 Oxford University Hospitals NHS FT Table of Contents 1. Introduction ...................................................................................................................... 5 st 1.1. Responding to our challenges: an opportunity to design a 21 century hospital at Banbury 5 1.2. Healthcare today .......................................................................................................... 6 1.3. Oxfordshire’s Healthcare Strategy ................................................................................ 8 1.4. OUHFT’s Strategic Objectives ....................................................................................... 9 1.5. The Horton General: the case for further evolution .................................................... 10 2. Demography and Population Health ................................................................................ 13 2.1. Catchment population of the Horton General Hospital .............................................. 13 2.2. Planned major developments of transport infrastructure, economy, and housing within the catchment population areas ................................................................................. 13 2.3. Demography .............................................................................................................. 14 2.4. Projected growth of
    [Show full text]
  • Oxford University Hospitals Nhs Foundation Trust
    OXFORD UNIVERSITY HOSPITALS NHS FOUNDATION TRUST Annual Report and Accounts 1 April 2017 – 31 March 2018 Oxford University Hospitals NHS Foundation Trust Annual Report and Accounts 1 April 2017 – 31 March 2018 Presented to Parliament pursuant to Schedule 7, paragraph 25 (4) (a) of the National Health Service Act 2006 © 2018 Oxford University Hospitals NHS Foundation Trust CONTENTS This report describes how Oxford University Hospitals NHS Foundation Trust has performed over the last financial year and how we account for the public money spent by the Trust over this period. This report includes our Quality Report, outlining our activities and priorities to improve quality of care and outcomes for patients who use our services. WELCOME1. Page Message from the Chief Executive 5 OVERVIEW AND PERFORMANCE ANALYSIS 7 About us – hospitals and clinical services 8 Our operational performance 14 Our healthcare market 29 Our ambition and future priorities 31 Service developments and innovation in care 35 Service improvement and redesign 40 The patient’s experience 48 Research and development 58 ACCOUNTABILITY 61 Directors’ report 62 Remuneration and staff report 84 Our workforce 99 Working in partnership 116 Expenses for governors and directors 119 NHS Foundation Trust Code of Governance 125 Regulatory ratings 134 Statement of Accountable Officer’s Responsibilities 135 Annual Governance Statement 136 QUALITY REPORT 149 (CONTAINING THE QUALITY ACCOUNT 2017-18) FINANCIAL STATEMENTS AND NOTES 213 Financial statements 214 Accounts 215 Useful websites 293 3 4 WELCOME Message from the Chief Executive Welcome to the Annual Report from 1 April 2017 to 31 March 2018 of Oxford University Hospitals NHS Foundation Trust.
    [Show full text]
  • NHS Buckinghamshire Clinical Commissioning Group Annual
    Buckinghamshire Clinical Commissioning Group Annual Report 2020/21 1 | P a g e Contents FOREWORD Page 3 OVERVIEW Page 4 PERFORMANCE REPORT Page 7 Importance of Clinical Leadership Page 9 ACCOUNTABILITY REPORT Page 29 Corporate governance report Page 29 Members report Page 29 Statement of Accountable Officer's responsibilities Page 40 Governance statement Page 42 Remuneration and staff report Page 58 Remuneration report Page 58 Staff report Page 64 Parliamentary accountability and audit report Page 67 Independent Auditor’s Report Page 68 Committee Attendance tables Page 73 Terms (Glossary) Page 74 ANNUAL ACCOUNTS Page 76 2 | P a g e Foreword from Clinical Chair It is my privilege to introduce the third annual report for NHS Buckinghamshire Clinical Commissioning Group (BCCG) for the year 2020/21 The headline story for the year has of course been the COVID-19 pandemic and the challenges it has created for our front-line services, our communities and each individual in Buckinghamshire. As with last year’s annual report, I would like to start by acknowledging the keyworkers in health and social care who worked with enormous energy and stamina to serve our population throughout the year under the most demanding of circumstances. The challenges presented by COVID-19 have been the greatest since the inception of the National Health Service. The way that those challenges have been met is a tribute to thousands of individuals in Buckinghamshire who have worked or volunteered as part of hundreds of organisations, big and small throughout the county. Health and social care services have adapted in a remarkable manner, innovating in ways that may have taken years months or years in normal times.
    [Show full text]
  • The Growth of Our Health Services
    Hook Norton Local History Group The Growth of our Health Services Reading accounts of the work of poor-law officers, workhouses, smallpox houses, and asylums before 1900, one sees the systems that were used to deal with the destitute, dangerous or dependent. They evolved into today’s health and social services. But someone accustomed to a familiar GP, a telephone advice centre, and a nearby accident and emergency department is left wondering what one did if one had an accident, high fever, persistent vomiting or innumerable other unpleasant and painful symptoms. What if one’s child had a seizure? Pre-1900 From ancient times most communities had individuals skilful at helping and healing, though without formal training. Many of them were more effective and safer than those with formal medical and surgical training. In the Middle Ages apothecaries were skilled dispensers of potions and familiar with some of the drugs in use today. By the eighteenth century the surgeon-apothecary, present in most towns, was the predecessor of today’s GP. Though their anatomical knowledge could be sound, their handicap was that they worked at a time of limited functional physiological knowledge. Diagnosis – deciding on the cause of the problem – often was impossible. That made rational treatment problematic. There were traditional home cures, some persisting to modern times: camphorated oil and goose grease for a severe cough, bread poultice for septic sores, iodine on cuts, dock leaves for stings, salt water for accidental poisoning. There were within the locality specialists with expertise in specific subjects, like midwifery, injuries, or fevers.
    [Show full text]
  • Report of the Independent Review Into the Horton
    BOARD PAPER HA06/048 Report of the Independent Review into the Horton General Hospital Accident & Emergency Department Executive summary: On the 10th May 2006 a 23 year old staff nurse, Benjamin Geen received a prison sentence of a minimum term of thirty years. This followed his conviction for two counts of murder and fifteen of grievous bodily harm to patients while they were in the Accident & Emergency Department at the Horton General Hospital in Banbury, Oxfordshire. All the incidents took place during a period of two months from December 2003 to February 2004 while he was working as a staff nurse in the Emergency Department at Horton Hospital, Banbury. Actions requested: To note the contents of report and its recommendations. To agree that NHS South Central takes a role in the performance management of the resultant action plan. To agree that the report be circulated to the other nine SHAs in England and other NHS organisations locally to ensure that lessons can be learned from this incident. To approve the monitoring arrangements Aim(s)/objective(s) supported by this paper: Following the conviction of Benjamin Geen, the former Thames Valley Strategic Health Authority commissioned an independent review. The aim of such reviews is to better understand why such events occurred, whether they could have been predicted or prevented and to learn the lessons in order to improve practice and reduce the risk of such events happening again. Author(s) of paper: Steve Appleton – Head of Delivery & Service Improvement Lead Directors responsible for this area of work: Simon Tanner – Director of Public Health Olga Senior – Director of Communications & Corporate Affairs (Acting) Date of paper: November 2006 On the 10th May 2006 a 23 year old staff nurse, Benjamin Geen was convicted of murder on two counts and on 15 counts of grievous bodily harm to patients while they were in the Accident and Emergency Department of the Horton General Hospital in Banbury.
    [Show full text]